1. Introduction
Previously, when I was studying the "Ali Dharma Pan Series of Articles", I saw eight strategic groups, but I did not explore further. Recently, I happened to be doing strategic crowds, and found that it was difficult to divide the crowd and formulate follow-up operation strategies. I'm curious about how the eight groups of people on Tmall are divided, what is the scientific basis for division, what is the source of the data, how to do it, and how to use it after it is launched?
Tmall's eight major crowds are from the "FMCG Online Strategy Crowd Report", which is jointly produced by Bain & Company and Tmall. Bain & Company is a global consulting firm with offices in 39 countries around the world. Do you need a joint consulting company to do this kind of professional group division?
Second, the eight groups of people
Tmall's eight strategic groups include cutting-edge white-collar workers, senior middle-class workers, exquisite mothers, small-town youth, Generation Z, urban silver-haired, middle-aged and elderly people in small towns, and urban blue-collar workers.
Cutting-edge white-collar workers: Emerging white-collar workers living in high-tier cities, mainly post-85s and post-90s, are still in a period of career struggle, with a fast pace of work, high requirements for consumption convenience, and favor online channels. Young and energetic, they are enthusiastic about shopping, and their per capita spending on FMCG platforms is relatively high and maintaining rapid growth. At the same time, they are willing to try new things, are keen to plant grass and pull weeds, have a high degree of acceptance of new brands, and are very concerned about improving their self-worth (they are the main consumers such as fitness and knowledge payment). With high incomes, they are also facing the pressure of high consumption and high cost of living, so they are called the "invisible poor".
Senior middle class: The senior middle class, who also live in high-tier cities, is mainly born in the 70s and 80s, and their career development has entered a more mature stage, most of which have reached the middle level and above in the enterprise, and their pursuit of new things and consumer enthusiasm are slightly weaker than those of the younger generation, and they have a more rational consumption outlook. They focus on quality when shopping online, with a high proportion of high-end products, while offline shopping focuses on experience.
Exquisite mothers: Exquisite mothers in high-tier cities shoulder multiple roles, in addition to caring for their own health and beauty, they are also full of hope for the healthy growth of their children, and carefully arrange the life of the whole family. As the main shoppers of the family, they are willing to spend money on convenience in the fast-paced urban life, are keen on online shopping, and have the strongest online spending power: they buy a large number of categories and brands on FMCG platforms, have the highest shopping frequency, and have the highest single purchase amount. They pay special attention to the health and safety of their products, constantly promote the high-end upgrading of their categories, and also prefer to purchase high-quality products of overseas origin through overseas shopping channels.
Small-town youth: Small-town youths living in lower-tier cities are eager to follow urban trends. However, compared with the metropolis, the low housing prices and low consumption level of the city they are in make them not have excessive economic pressure, and the slow-paced life allows them to have enough leisure and entertainment through various ways such as online games, live broadcasts, and short videos. Considerable disposable income and sufficient disposable time make "small-town youth" an important group of potential online shopping.
Gen Z: Growing up in the Internet era, Gen Z, mainly post-95s, is a typical "Internet native" who is keen to use the Internet for shopping and leisure and entertainment. They live in high-tier cities, where they are the most vibrant, and they are more interested in online shopping, with the fastest average annual growth rate of consumption on FMCG platforms. They are brave enough to try new things, passionate about new and interesting things, more trendy, and less loyal to the brand. They are keen to use the Internet to develop their own interest circles (such as otaku culture, ACG, games, etc.) and engage in niche socialization. Gen Z is also a look-conscious group and is one of the main contributors to the growth of the beauty category.
Urban silver-haired: Urban silver-haired people over the age of 50, living in high-tier cities, with sufficient pension and other income, are the "invisible gold mine of the Internet". Their online shopping habits still need to be further cultivated, and the penetration rate is low. Influenced by the concept of saving consumption, they pursue cost-effective online shopping and prefer discount products, and their per capita consumption on FMCG platforms continues to decline. They attach great importance to the maintenance of relationships with relatives and friends, and also prefer simple communication methods, so social fission has a greater impact on them.
Urban blue-collar workers: Urban blue-collar workers live in high-tier cities, mainly working in industries such as catering, transportation, and retail, and most live in the suburbs of cities. Due to the long commute time, they often pass the time with mobile entertainment on their commute. Living in high-tier cities with well-developed e-commerce infrastructure, they are also familiar with online channels due to the influence of the urban middle class. However, compared with the cutting-edge white-collar workers and senior middle-class people, their incomes are low, coupled with the high consumption level of the city and the pressure of various household expenditures, they are more cost-effective in shopping malls, and there is a large gap between the consumption of middle-class groups on FMCG platforms, and the average annual growth rate is relatively flat.
The report points out that Bain uses the people, goods, and market data of hundreds of millions of consumers on Tmall and Taobao platforms, and divides consumers into eight strategic groups characterized by basic attributes, category trends, and touch point preferences. The strategic demographic division has undergone several iterations, and they account for about 80% of the users of the FMCG platform and contribute more than 90% of the sales.
Straw Hat Boy: Relying on Alibaba's massive data, the features are clustered to form eight major populations, and the population coverage rate also has certain requirements. The key features include basic characteristics such as city level, age, industry, income level, and residential area, category characteristics such as category type, purchase frequency, GMV, and discounts, and contact preference characteristics such as live broadcast and micro-Tao, etc., which comprehensively portrays the crowd from the dimension of people, goods, and venues.
3. 3 types of groups
Based on the penetration rate of the whole population (FMCG platforms/China's total consumers) and the sales stock and incremental proportion of FMCG platforms (increment/stock), the eight groups of people are further refined into three groups, namely, the backbone, the new forces, and the blue ocean group.
The backbone includes cutting-edge white-collar workers, senior middle-class workers, and sophisticated mothers, who are the main force of online consumption. Its penetration rate is basically saturated, and the penetration rate of large FMCG platforms has basically peaked (>70%), attracting new customers is not the main body of this group's operation, and more needs to tap their potential needs.
The new forces include small-town youth and Gen Z, who are the most potential consumer groups. It has the highest growth rate in consumption, has a large penetration rate (30%), and has ample potential to attract new customers, focusing on attracting young new customers and meeting their growing needs.
The blue ocean crowd includes middle-aged and elderly people in small towns and urban silver-haired, and they are the consumer groups to be explored. Its penetration rate and sales proportion remain low, and there is a lot of room for development.
Fourth, the "four steps" of crowd operation
In the three-dimensional relationship of "people, goods and yards", people should be the trigger point and foothold of the strategic layout of the freight yard. Different groups of people have different preferences for goods and places, and the value of strategic groups to brands is also different.
How to divide the strategy group, and how to apply it?
"Four-step" landing strategy crowd operation methodology:
Step 1: Conduct a crowd perspective on the category/brand, identify the specific strategic groups of the category/brand, and further analyze the preference characteristics of the strategic groups for goods and venues.
First, we will identify the strategic groups that use this category based on the core indicators of the four dimensions of consumer penetration, number of people and proportion of sales, crowd consumption, and consumption growth drivers, combined with industry trends and senior strategic positioning.
Straw Hat Kid: Conduct perspective analysis of the brand crowd, which has the corresponding ability in the Daruma Pan crowd perspective analysis module, do a distribution analysis, and gain insight into the salient characteristics of the core population.
Step 2: From the perspective of strategic groups, combine the three growth factors of penetration, repurchase, and high-end, identify the growth factors of key strategic groups, and customize category/brand exclusive strategies.
Taking the home cleaning category as an example, step 1 clarifies that most of the backbones and blue ocean groups who have started a family are the core strategic groups of the category, and the second step is to further subdivide the new white-collar workers, urban blue-collar workers, exquisite mothers and other groups with the increase in sales contribution, and then analyze from the crowd penetration, repurchase increase, and customer unit price to gain insight into the strategic direction of different groups.
Straw Hat Kid: At present, there are many portrait/growth service platforms, and the ability to achieve it is the first step, which is to gain insight into the preferences of different groups of people, and then select the significant preference characteristics and combine the crowd strategy for delivery, without analyzing the penetration rate and customer unit price, which is a capability that needs to be further strengthened.
Step 3: Match the growth factor, select the landing scenario, improve the product matching degree, optimize marketing investment, and optimize the strategic measures of channel layout.
Improve product matching: We need to continuously optimize our product portfolio to accurately match consumers' needs for product features, prices, and specifications. For example, in terms of beauty brands, in response to the characteristics of skin care ingredients and the high-end needs of white-collar workers, they can continue to optimize the layout of mid-to-high-end products such as essential packaging and natural skin care products to further increase the unit price of customers, while products aimed at young people can focus on emotional appeal and cost-effective selling points.
Optimize marketing investment: comprehensively evaluate the impact of marketing tools on consumers' AIPL journey, and strengthen the ability investment of responsive marketing tools for target strategic groups.
Optimize channel layout: give full play to the maximum advantages of different channels and complement each other. In the online channel, brands can position the flagship store as the main front for brand image combing, new product release and consumer interaction, attracting the backbone of established brands and new forces who are keen to try new products.
Straw Hat Kid: The application landing level needs to be considered from the large dimensions of product construction, marketing investment and channel layout, which is not something that can be planned by docking with an operation soldier, and there are certain difficulties in the division of the crowd and the actual strategy landing.
In the implementation of the strategy, Bain sorted out more than 20 landing scenarios of the FAST model, and the follow-up Straw Hat Boy will be expanded, and you can pay attention to the "Straw Hat Boy Series" album first.
Step 4: Establish an accurate and comprehensive consumer asset management dashboard that covers the entire consumer journey, evaluates and continuously optimizes strategic initiatives in real time.
For the core strategic group, brand owners can observe the operation of the core indicators of FAST consumer assets covering the whole chain of AIPL consumer journey in real time, so as to realize the complete mapping of FAST indicators to the consumer journey of strategic groups.
Fourth, at the end
Tmall's eight groups of people are divided and implemented into a complete set of solutions, which has a certain reference significance for enterprises that want to do crowd segmentation/refined operation.
In order to obtain the crowd operation strategy, the distribution analysis of the crowd and the analysis of the corresponding growth factors can be carried out to determine the operation direction, and at the level of crowd application, it can be applied from product construction, marketing investment and channel layout, and the effect of its landing application can be continuously monitored and optimized.
Columnist
Straw hat boy, public account: a data person's own place, everyone is a product manager columnist. Author of the book "The Road to Big Data Practice: Data Middle Platform + Data Analysis + Product Application", focusing on the field of user portraits.
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